Microsoft Project Assignment
R534
Chapter20.PPTChapter 20
Quality Management
Quality Drivers
Higher performance requirements
Faster product development
Higher technology levels
Materials and processes pushed to the limit
Lower contractor profit margins
Fewer defects/rejects
Market Expectations
Salability: the balance between quality and costs
Produceability: the ability to produce the product with available technology and workers, and at an acceptable cost
Social acceptability: the degree of conflict between the product or process and the values of society (i.e., safety, environment)
Operability: the degree to which a product can be operated safely
Market Expectations (Continued)
Availability: the probability that the product, when used under given conditions, will perform satisfactorily when called upon
Reliability: the probability of the product performing without failure under given conditions and for a set period of time
Maintainability: the ability of the product to be retained in or restored to a performance level when prescribed maintenance is performed
Strategic Quality Management
Quality is defined by the customer.
Quality is linked with profitability on both the market and cost sides.
Quality has become a competitive weapon.
Quality is now an integral part of the strategic planning process.
Quality requires an organization-wide commitment.
ACT
CHECK
PLAN
DO
- Immediate
Remedies
- Future Actions
- Objectives
- Methods
- Against Objectives
- How Methods are
- Train
- Execute
The Deming Cycle For Continuous Improvement
(Also Known as The Shewhart Cycle)
Executed
Degrees of Quality
Structural (length, frequency)
Sensory (taste, beauty, appeal)
Time-oriented (reliability, maintainability)
Commercial (warrantee)
Ethical (courtesy, honesty)
Quality Expectations
Quality policy
Quality objectives
Quality assurance
Quality control
Quality audit
Quality program plan
Quality Policy
Be a statement of principles, stating what, not how
Promote consistency throughout the organization and across projects
Provide and explanation to outsiders of how the organization views quality
Provide specific guidelines for important quality matters
Provide provisions for changing/updating the policy
Quality Objectives
Be obtainable
Define specific goals
Be understandable
State specific deadlines
Quality Assurance
Identify objectives and standards
Be multifunctional and prevention oriented
Plan for collection and use data in a cycle of continuous improvement
Plan for the establishment and maintenance of performance measures
Include quality audits
Quality Control
Select what to control
Set standards that provide the basis for decisions regarding possible corrective action
Establish the measurement methods used
Compare the actual results to the quality standards
Act to bring nonconforming processes and material back to the standard based on the information collected
Quality Control (Continued)
Monitor and calibrate measuring devices
Include detailed documentation for all processes
Quality Audit
The planned quality for the project will be met.
The products are safe and fit for use.
All pertinent laws and regulations are followed.
Data collection and distribution systems are accurate and adequate.
Proper corrective action is taken when required.
Improvement opportunities are identified.
Quality Plan
Identify all of the organization’s external and internal customers
Cause the design of a process that produces the features desired by the customer
Bring in suppliers early in the process
Cause the organization to be responsive to changing customer needs
Prove that the process is working and that quality goals are being met
Prevention: cost associated
with design and planning
of a quality control (QC)
program
Appraisal: costs involved
in the direct appraisal of
quality both in the plant
and in the field
Internal failure: costs
directly related to the
occurrence of defective
production within the plant
External failure: costs
associated with the failure
of a product or service in
the field
·
QC administration and
systems planning
·
Quality training
·
Quality planning (QC
engineering work)
Incoming, in-process,
final inspection, and
test planning
Special processes
planning
Quality data analysis
and feedback
Procurement planning
Vendor surveys, audit
and surveillance
planning
Reliability studies
·
Design and development
of quality measurement
and control equipment
·
Qualification of material
·
Testing
·
Inspection
·
Quality audits
·
Incoming test and
inspection and laboratory
acceptance
·
Checking labor
·
Laboratory or other
measurement service
·
Setup for test and
inspection
·
Test and inspection
material
·
Outside endorsements
·
Maintenance and
calibration
·
Product engineering
review and shipping
release
·
Field Testing
·
Scrap, at full shop cost
·
Rework, at full shop cost
·
Scrap and rework, fault of
vendor
·
Material procurement
·
Factory contact
engineering
·
QC investigations (of
failures)
·
Material review activity
·
Repair and troubleshooting
·
Complaints and loss of
customer good will
·
Warranty cost
·
Field maintenance and
product service
·
Returned material
processing and repair
·
Replacement inventories
·
Strained distributor
relations
Cost of Quality (COQ)
Definitions & Examples
Check Sheets
- Agree on what is being observed
- Decide on time period
- Design form
- Collect data
Problem
Month
1
2
3
Total
5
3
12
20
|
|
||||
7
||
|
||
5
||
|
||||
8
A
B
C
TOTAL
Cause-And-Effect Analysis
METHOD
LOCATION
PEOPLE
MATERIAL
TESTING
CAUSE
EFFECT
MACHINE
PROBLEM
Cause-And-Effect Analysis (With “Bones” Inserted)
MACHINE
PROBLEM
SPEED TOO SLOW
SPEED TOO FAST
LOOSE
FITTINGS
WORN
CUTTER
EXCESSIVE
GEAR WEAR
Histogram
FREQUENCY
From Histogram To Pareto
FREQUENCY
FREQUENCY
Histogram
Pareto (Chosen Few)
Pareto Analysis
BEFORE
AFTER
FREQUENCY
FREQUENCY
Scatter Diagram
TEST SCORES, %
YEARS OF EXPERIENCE
Scatter Plot Correlation
NO CORRELATION
CURVILINEAR CORRELATION
POSITIVE CORRELATION
NEGATIVE CORRELATION
Scatter Charts That Correlate Well Are Also Referred To As Trend Charts.
The Bell-Shaped Curve
s
s
s
s
s
s
-1
-2
-3
+1
+2
+3
s
1
+
_
x
_
x
_
_
+
+
_
_
2
3
s
s
68 %
95 %
99.73 %
RANGE
AREA
68 %
95 %
99.73 %
x
_
x
Control Chart
UPPER SPECIFICATION LIMIT
LOWER SPECIFICATION LIMIT
UPPER CONTROL LIMIT
LOWER CONTROL LIMIT
CENTER LINE OF PROCESS
X
_
+3
s
-3
s
Normal Distribution Attributes
s)
| SPECIFICATIONRANGE (+/- | PERCENT WITHIN RANGE | DEFECTS PER BILLION PARTS |
| 1 | 68.27 | 317,300,000 |
| 2 | 95.45 | 45,400,000 |
| 3 | 99.73 | 2,700,000 |
| 4 | 99.9937 | 63,000 |
| 5 | 99.999943 | 57 |
| 6 | 99.9999998 | 2 |
Common Cause Variability
Common cause variability or variation: This source of random variation is always present in any process. It is that part of the variability inherent in the process itself. The cause of this variation can be corrected only by a management decision to change the basic process.
Common Cause Variability
(Continued)
Special cause variability or variation: This variation can be controlled at the local or operational level. Special causes are indicated by a point on the control chart that is beyond the control limit or by a persistent trend approaching the control limit.
Process Capability
USL - LSL
6
=
C
p
s
Capability Index
C
p
=
k
CL – NEAREST SPEC LIMIT
s
3
Sampling Plans
Single sampling: This is the acceptance or rejection of a lot based upon one sampling run.
Double sampling: A small sample size is tested. If the results are not conclusive, then a second sample is tested.
Multiple sampling: This process requires the sampling of several small lots.
Sampling Risks
Producer’s risk: This is called the (alpha) risk or type I error. This is the risk to the producer that a good lot will be rejected.
Consumer’s risk: This is called the (beta) risk or type II error. This is the consumer’s risk of accepting a bad lot.
Quality Circle Elements
They give a team effort.
They are completely voluntary.
Employees are trained in group dynamics, motivation, communications, and problem solving.
Members rely upon each other for help.
Management support is active but as needed.
Creativity is encouraged.
Management listens to recommendations.
Quality Benefits
Improved quality of products and services
Better organizational communications
Improved worker performance
Improved morale
Cost of Waste
Rejects of completed work
Design flaws
Work in progress
Improperly instructed manpower
Excess or noncontributing management (who still charge time to the project)
Improperly assigned manpower
Improper utilization of facilities
Excessive expenses that do not necessarily contribute to the project (i.e., unnecessary meetings, travel, lodgings, etc.)
0
20
40
60
80
100
120
BONE ABONE BBONE CBONE D
0
20
40
60
80
100
120
BONE ABONE BBONE CBONE D
0
20
40
60
80
100
120
BONE DBONE BBONE CBONE A
0
20
40
60
80
100
120
BONE DBONE BBONE CBONE A
0
10
20
30
40
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70
BONE CBONE BBONE DBONE A
